This study empirically investigates the impact of Crew Resource Management (CRM) practices on safety climate r CRM and safety climate dimensions. The analysis, based on descriptive statistics and multiple linear regression, revealed within the maritime industry, a sector characterized by operational complexity and high-risk exposure. Data were collected through a cross-sectional survey of 641 seafarers across various vessel types, using validated scales fo that higher levels of CRM implementation are significantly associated (p <0.01) with more favorable perceptions of the overall safety climate and its key dimensions, including communication, mentoring, values, and systems. Among CRM subdimensions teamwork, situational awareness, and decision-making emerged as the strongest predictors of a positive safety climate. These findings reinforce CRM’s role as a core component in mitigating human error and shaping crew perceptions of safety in high-reliability maritime environments. Theoretically, the study contributes empirical evidence to the growing body of literature that emphasizes non-technical skills in enhancing safety performance. Practically, it provides actionable guidance for maritime organizations to prioritize training and development in critical CRM competencies. Furthermore, the results support the institutionalization of CRM practices within maritime operations and regulatory frameworks, encouraging industry stakeholders—including shipping companies and international bodies such as the IMO—to treat CRM as an essential element of safety culture, rather than as isolated procedural training.
Keywords: Crew Resource Management, Safety Climate, Maritime Operations, Teamwork, Situational Awareness
